November 5, 2009
One of the core models of IISC’s practice (for both our training and consulting work) is something we call the R-P-R Triangle, which basically makes the case that success in collaborative efforts is a multi-dimensional affair, not solely defined by “results” (goal or task accomplished), but also by “process” (the way or spirit in which work is carried out) and “relationship” (the quality of the connections between the people engaged in the work). Our Executive Director, Marianne Hughes, has called this “the spine of collaboration,” suggesting that if we are not thinking in terms of all dimensions, we are not really serious about seeking win-win solutions with others. And indeed experience really proves that these dimensions are intimately linked and dependent upon one another when diverse stakeholders come together to realize a shared vision.
A twist was given to this triangle the other day when a Facilitative Leadership workshop participant said he was struggling, not because he did not find value in this notion of “multiple dimensions of success,” but because of his concern that even in this model, process and relationships might appear to be subservient, or the “so that,” to results. He went on to say that he is part of an organization/community in which relationships are really paramount. They are an end in and of themselves and in a way synonymous with results. How then, do we account for this in this model he wondered. Read More
November 4, 2009
As I described recently, I had the great fortune of hearing Rinku Sen of the Applied Research Center, Ellen Gurzinsky of Funders for LGBTQ Issues and Lori Villarosa of Philanthropic Initiative for Racial Equity present on”Catalyzing Change and Deepening Racial Justice Impacts” at the Neighborhood Funders Group Annual Conference in New Orleans. I wanted to share some of what I heard about racial equity grantmaking.
Funders for LGBTQ Issues (an affinity group of foundations who fund LGBTQ issues) started a Racial Equity Initiative a few years ago, under the leadership of Karen Zelermyer and with the creative and smart expertise of Robert Espinoza. The initiative was started to improve the ways that LGBTQ grantmakers incorporate a racial equity lens into their internal processes and grantmaking. Rather than taking a single approach, they used a multi-faceted approach (which seems to be what’s necessary to REALLY change an organization’s direction), choosing to create a broader context for the work. The initiative started with an assessment of foundations supporting LGBTQ issues, looking at internal operations and seeing whether they were applying a racial justice lens to their grantmaking (the 2008 Report Card on Racial Equity). Funders then launched a grantmaking initiative – raising $1,000,000 to match with funding at eight queer community foundations to identify and support local people of color organizations (which sometimes required learning and shifting of strategies for some foundations distributing funds). And they convened a very successful Racial Equity Retreat of LGBTQ funders.
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October 22, 2009
Been looking for the answer to unlocking your group’s/team’s potential? Look no further than a complex chaotic attractor! According to researcher Marcial Losada, this is what underlies the dynamics of high performing groups and produces novel and outstanding results. Integral to chaos theory, a complex chaotic attractor, when it emerges in a group, is what leads to innovation, bringing a system to new levels of insight and possibility. The question is how can we create the conditions for the attractor to emerge?
Losada has an answer, based on intense observation and statistical analysis of high and low functioning groups. What he has to say has an interesting parallel to what we at IISC have been pointing to as essential elements of the facilitative leader or collaborative change agent who is able to effectively tap into the participation of others. The core elements we have listed in our “Profile of a Facilitative Leader” include being:
- collaborative (interested in working with others, seeking win-win solutions)
- strategic (keeping one’s eyes on the big picture and different possible paths of action)
- receptive and flexible (actively soliciting others’ ideas, changing course when necessary)
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August 10, 2009
Who doesn’t? And who isn’t? We at IISC are inspired daily by those we cross paths with and all that we might read. And it is always wonderful to pass the inspiration along. Well, you might remember this video from a few months back, orginally posted by Marianne, a rendition of Ben E. King’s “Stand By Me” by Playing for Change.
But the song isn’t the great part right now. The great part is that Playing for Change will be on tour this fall in the United States and Canada! The will perform in many cities in the States, including our home base of Boston. I’m sure a few of the staff here will be attending. To see if they are playing by you, check here.
Inspiration often comes at times we least expect it, and most need it. How wonderful it must be to harness that energy and see it coming ahead of time.
July 15, 2009
Many of us in the United States have been assured from an early age that knowledge is power. While this is true, it is incomplete. Knowledge is half the power. (And if not exactly half, some percentage of power). There are a number of other factors which make up power including but not limited to, race, class, age, sexual orientation, finances, who one knows, societal norms of one’s environment and most importantly, action. Knowledge means little, if it is not acted upon.
We learn every day. Every now and then, we learn of an injustice in the world which hits us just right, to the point that we want it to change it. Often however, we are far removed from the injustice, so either we forget it or become overwhelmed by the task of taking action. As a result, we may fall into a cycle where we simply read more about the issue, or keep telling others of the injustice, but never get around to concrete action. And while action may be hard part, it also seems to be the most rewarding. How do we make that leap to act when the injustice seems insurmountable? How do we harness the energy of those who came before us, who know what tactics work for each issue?
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July 13, 2009
You can hardly turn a corner around here without bumping into another example of emergence and transformational change! There is a very interesting convergence playing out between the launch of the administration’s new Office of Social Innovation and what is becoming known as the Fourth Sector.
An aspiration articulated by the new Office of Social Innovation is to challenge the long held assumption that social innovation is the purview of the nonprofit sector only and to look for creative solutions in those organizations and collaborative initiatives that transcend the boundaries of the three sectors. It is exactly these new forms that are maturing finally into what is being called the Fourth Sector made up of organizations that are being described as For-Benefit organizations.
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